The effects of authentic leadership and interactional justice on psychological performance: The mediating role of managerial self-efficacyleadership education

Psychological performance is one of the important resources for food and beverage companiesand their employees to gain competitive advantage in providing all kinds of service and production in the changing market and environmental conditions on a global scale. However, there are a limited number of studies examining the factors affecting psychological performance in food and beverage companies, which are one of the important stakeholders in tourism.The aim of the study, which focuses on eliminating this deficiency in the literature, is to reveal the effects of authentic leadership and interactional justice on psychological performance and to determine whether managerial self-efficacy plays a mediating role in these effects. The research sampling consists of employees in food and beverage companiesin Nevşehir Province and its districts (n=357). The data of the study were obtained through a questionnaire consisting of authentic leadership scale designed by Walumbwa et al. (2008), interactional justice scale developed by Niehoff and Moorman (1993), managerial self-efficacy scale developed by Van Vianen (1999), and psychological performance scale designed by Lehr (1986). After the measurement model was created with the help of Confirmatory Factor Analysis (CFA) analysis, Structural Equation Modeling was used to test the models and hypotheses of the research. According to the research findings, it was determined that authentic leadership affects psychological performance in a positive but non-significant way. On the other hand, it was observed that both interactional justice and managerial self-efficacy affect psychological performance positively and significantly. In addition, it has been revealed that interactional justice positively and significantly affects managerial self-efficacy. On the other hand, managerial self-efficacy mediates the relationship between authentic leadership and psychological performance. However, it does not play a mediating role in the relationship between managerial self-efficacy, interactional justice and psychological performance.